Submit your papersSubmit Now
For Enquiries: [email protected]
IIARD LogoIIARD

Leadership Styles and Market Orientation on Performance of Selected Public Tertiary Institutions in Warri Metropolis

Bayai, Iselekebina Sunny PhD, Panama, Amos Ejiroghene PhD, Gbenana, Yinzuo

Abstract

This research investigates the interplay between leadership styles and market orientation of managers of selected public tertiary institution in Warri Metropolis. These managers (top, middle and lower level managers) are Rector, Deputy Rectors, Deans, and Heads of Departments of the institutions that makes up the sample population. The methodology employed included descriptive, correlation, factor analysis, and regression analyses. Through a field survey of managers, we find that organizations with greater transformational leadership are more likely to engage in institutional market orientation practices and transactional leadership is associated with these market orientation practices. Theoretically, this study contributes to the literature in market orientation in relation to tertiary institutions in Nigeria. For managers, it gives better understanding and insight into how their behaviours and leadership styles will influence the development of market orientation in their institutions. Limitations included the cross-sectional design which limits the degree to which we can make causal inferences and test the strength of the relationships over time and recommendations for future studies suggest other dimensions of leadership, beyond transformational and transactional, influence market orientation policies and success would help deepen understanding of this important but under-examined internal driver of influence market orientation.

Keywords

Market orientationTransformational leadershipTransactional leadership

References

Angus-Leppan, T., Metcalf, L., & Benn, S. (2009). Leadership styles and CSR practice: An examination of sense-making, institutional drivers and CSR leadership. Journal of Business Ethics, 93, 189–213. Bass, B. M., Avolio, B. J., Jung, D. I., & Berson, Y. 2003. Predicting unit performance by assessing transformational and transactional leadership. Journal of Applied Psychology, 88(2) 207. Basu, K., & Palazzo, G. (2008). Corporate social responsibility: A process model of sense-making. Academy of Management Review, 33, 122–136. Berger, I. E., Cunningham, P., & Drumwright, M. E. (2007). Mainstreaming corporate social responsibility: Developing markets for virtue. California Management Review, 49, 132–157. Bhattacharya, C. B., & Korschun, D. (2008). Stakeholder marketing: Beyond the four P’s and the customer. Journal of Public Policy and Marketing, 27, 113–116. Blankson, C. & Cheng, M. S. (2005). “How small businesses adopt the market orientation concept? The case of small business in Michigan”, Journal of Business & Industrial Marketing, 4 (2). 213-224.2005. Brian Jones, D. G., Shaw, E. H. & McLean, P. A. (2012). The Modern Schools of Marketing Thought. The SAGE Handbook of Marketing Theory. SAGE Publications, Inc. Burns, R., & Burns, R. P. (2008). Business research methods and statistics using SPSS. Thousand Oaks, CA: Sage Publications. Cavarkapa, B. & Flynn, J. (2016). Leadership in Global Markets. https//[email protected] Chaganti, R., Cook, R. G., & Smeltz, W. J. (2002). Effect of styles, strategies and systems on the growth of small businesses. Journal of Developmental Entrepreneurship, 7 (2). Deshpande, R., & Webster, F. E., Jr. (1989). Organizational culture and marketing: Defining the research agenda. Journal of Marketing, 53, 3-15. Drysdale, L. (1999). Marketing or Market Orientation: What’s the Difference, Prime Focus the Professional Journal for Australian Primary School Leaders. 28-29. Du, S., Swaen, V., Lindgreen, A & Sen, S. (2013). The Roles of Leadership Styles in Corporate Social Responsibility. Journal of Business Ethics 114: 155–169. Du, S., Bhattacharya, C. B., & Sen, S. (2011). Corporate social responsibility and competitive advantage: Overcoming the trust barrier. Management Science, 57, 1528–1545. Genty, K. I. (2014). Leadership Styles and Their Implications for Prosperous Industrial Relations in Nigeria. European Scientific Journal. 1 560-574. Groves, K. S., & LaRocca, M. A. (2011). An empirical study of leader ethical values, transformational and transactional leadership, and follower attitudes toward corporate social responsibility. Journal of Business Ethics, 103, 511–528. Isaacs, J. D. (2016). The Impact of Transformational Leadership on Performance Management: A South African Local Government Case Study. Published M.Sc. Thesis Paper. Stellenbosch University. https://scholar.sun.ac.za. Jaja, M. J. (2013). Higher Education in Nigeria: it’s Gain, its Burden. Global Journal of Human Social Science Linguistics & Education (13) 14. 20-29. Jansen, J., Vera, D. & Crossan, M. (2009). “Strategic leadership for exploration and exploitation: The moderating role of environmental dynamism”, The Leadership Quarterly, 20. 5-18. Jaworski, B. J., & A. K. Kohli (1993), “Market-orientation: Antecedents and Consequences,” Journal of Marketing, 57 (3), 53-70. Kajendra, K. (2008). Market orientation and Company Performance: A study of Selected Japanese and Sri Lankan Companies. Industrial Marketing Management, 26, 385-402. Kassim, Z. A. & Sulaiman, M. (2011). Market Orientation and Leadership Styles of Managers in Malaysia. International Journal of Leadership Studies. 6 (2), 230-245. Kohli, A. K., & B. J. Jaworski (1990). “Market-orientation: The Construct Research Propositions, and Managerial Implications”, Journal of Marketing, 54(2), 01-18. Kwasi D. B. (2014)."Effective leadership and sustainable development in Africa: is there “really” a link?", Journal of Global Responsibility, 5 (2) 203-218 Levitt, T. (1960). Marketing Myopia. Harvard Business Review, 38(4), 45–56. Lo May-Chiun, Abang, A. M., Ramayah, T. & Wang Y. C. (2015). Examining the Effects of Leadership, Market Orientation and Leader Member Exchange (LMX) on Organizational Performance. Inzinerine Ekonomika-Engineering Economics, 2015, 26(4), 409–421. Maydeu-Olivares, A. & Lado, N. (2003). Market orientation and business economic performance: A mediated model. International Journal of Service Industry Management 14 (3), 284-309. http//www.emeraldinsight.com/researchregister. Mohammed F. S. A. (2012). The Relationship between the Full Range of Leadership Styles and Employees’ Creative Performance in Civil Service Organizations: A Field Study of Omani Civil Service Managers. A published thesis submitted to The University of Manchester for the degree of Doctor of Philosophy in Development Policy and Management. Institute for Development Policy and Management. Munirat O. Y., Umar, D. M. & Aina, O. K. (2014). Management of Leadership Style: An Approach to Organizational Performance and Effectiveness in Nigeria. International Journal of Humanities Social Sciences and Education (IJHSSE) 1, (2), 17-29. (Online) www.arcjournals.org. Narver, J. C., & Slater S. F. (1990). The effect of a market orientation on business profitability. Journal of Marketing, 54, 20-35. National Policy of Education (2004). Federal Ministry of Education. Lagos. NERDC. Northouse, P. G. (2013). Leadership: Theory and Practice, 6th ed. Western Michigan University (USA): Sage Publications, Inc. Obiwuru, T. C., Okwu, A. T., Akpa, V. O. & Nwankwere, I. A. (2011). Effects of Leadership Style on Organizational Performance: A Survey of Selected Small Scale Enterprises in Ikosi-Ketu Council Development Area of Lagos State, Nigeria. Australian Journal of Business and Management Research 1 (7) 100-111. Ozer, F. & Tinaztepe, C. (2014). Effect of Strategic Leadership Styles on Firm Performance: A study in a Turkish SME. 10th International Strategic Management Conference. Procedia - Social and Behavioral Sciences 150, 778–784. Online at www.sciencedirect.com Plinke, W. (2015). Fundamentals of Business-to-Business Marketing. The Core Concept of Marketing Management. European School of Management and Technology, Berlin, Germany. Springer International Publishing Switzerland. [email protected] Riaz, A. & Haider, M. H. (2010). Role of transformational and transactional leadership on job satisfaction and career satisfaction. Business and Economic Horizons Journal, 1(1), 29-38. Schein, E. H. (2001). Concepts of culture and organizational analysis. Administration Science Quarterly, 28 (3), 339-358. University of Cambridge Institute for Sustainability Leadership (CISL) (2016). Global Definitions of Leadership and Theories of Leadership Development: Literature Review. [Online]. [Accessed on 26 July, 2018]. Available at: http://www.cambridgeinstituteforsustainabilityleadership.org/leadership.php. Waldman, D. A., Siegel, D. S., & Javidan, M. (2006). Components of CEO transformational leadership and corporate social responsibility. Journal of Management Studies, 43, 1703– William, S., Teresa, A. H. & Erich, S. (2003). Higher Education in Nigeria: A Status Report. Published in Higher Education Policy, 16, 259-281.

More Articles from INTERNATIONAL JOURNAL OF MARKETING AND COMMUNICATION STUDIES

Clickbait Strategies and Influence on Consumer Trust and Behavior

Author: Alaba Tobin-West Diamond, Stella. C. Enyindah PhD, Oyinkepreye Brisibe PhD

Digital Public Relations and Corporate Reputation Management Strategies of Oando, Seplat and Renaissance Africa Energy Companies in Nigeria

Author: Dickson, Lauren Dawari, Prof. Godwin B. Okon, Prof. Richard N. Amadi, Dr. Itieke-Idamieba Harry

Evaluating the Influence of Strategic Health Communication Campaign on Vaccine Hesitancy in Rural Rivers State Communities

Author: Gabriel, Obokuru, Prof. Nsereka, Barigbon Gbara, Dike, Harcourt Whyte PhD, Nwankpa Nduka N. PhD

Integrated Marketing Communications and Subscriber Growth in A Sub-Saharan Telecom Sub-Brand

Author: Rita Korkor Agyei1, Ogochukwu T. Izuchukwu2, Dominic Feboh3, Abiola Idowu4